National Network for Equitable Library Service

Meet a genuine American folk hero cut from the homespun cloth of America's heartland: Sam Walton, who parlayed a single dime store in a hardscrabble cotton town into Wal-Mart, the largest retailer in the world. The undisputed merchant king of the late twentieth century, Sam never lost the common touch. Here, finally, inimitable words. Genuinely modest, but always sure of his ambitions and achievements. Sam shares his thinking in a candid, straight-from-the-shoulder style.

Life's too short to be unhappy at work "I'm working harder than I ever have, and I don't know if it's worth it anymore." If you're a manager or leader, these words have probably run through your mind. So many of us are feeling fed up, burned out, and unhappy at work: the constant pressure and stress, the unending changes, the politics--people feel as though they can't give much more, and performance is suffering.

Will Africa be the world's next hub of manufacturing' China is answering in the affirmative and investing accordingly. This book dispels the notion that this crucial story is merely about China's exploitation of Africa's resources, illuminating deep questions about our own, Western approach to development, and the implications for the future of manufacturing. China is now the biggest foreign player in Africa: largest trade partner, largest infrastructure financier, and fastest-growing source of foreign direct investment.

Game-changing disruptions will likely unfold on your watch. Be ready. In Dual Transformation, Scott Anthony, Clark Gilbert, and Mark Johnson propose a practical and sustainable approach to one of the greatest challenges facing leaders today: transforming your business in the face of imminent disruption. Dual Transformation shows you how your company can come out of a market shift stronger and more profitable, because the threat of disruption is also the greatest opportunity a leadership team will ever face. Disruptive change opens a window of opportunity to create massive new markets.

The first comprehensive account of the growing dominance of the intangible economy Early in the twenty-first century, a quiet revolution occurred. For the first time, the major developed economies began to invest more in intangible assets, like design, branding, R&D, or software, than in tangible assets, like machinery, buildings, and computers. For all sorts of businesses, from tech firms and pharma companies to coffee shops and gyms, the ability to deploy assets that one can neither see nor touch is increasingly the main source of long-term success.

"Should be read by anyone interested in understanding the future," The Times Literary Supplement raved about the original edition of The Social Life of Information. We're now living in that future, and one of the seminal books of the Internet Age is more relevant than ever. The future was a place where technology was supposed to empower individuals and obliterate social organizations. Pundits predicted that information technology would spell the end of almost everythingfrom mass media to bureaucracies, universities, politics, and governments.

To lead is to live dangerously. It's romantic and exciting to think of leadership as all inspiration, decisive action, and rich rewards, but leading requires taking risks that can jeopardize your career and your personal life. It requires putting yourself on the line, disrupting the status quo, and surfacing hidden conflict. And when people resist and push back, there's a strong temptation to play it safe. Those who choose to lead plunge in, take the risks, and sometimes get burned.

Two-thirds of executives say their organizations don't have the capabilities to support their strategy. In Strategy That Works, Paul Leinwand and Cesare Mainardi explain why. They identify conventional business practices that unintentionally create a gap between strategy and execution. And they show how some of the best companies in the world consistently leap ahead of their competitors.

Oil is not new to Saskatchewan. Many of the wells found on farmland across the province date back to the 1950s when the industry began to spread. But there is little doubt that the recent boom (2006-2014) and subsequent downturn in unconventional oil production has reshaped rural lives and landscapes. While many small towns were suffering from depopulation and decline, others reoriented themselves around a booming oil industry.

Our destructive obsession with money and economic growth has driven us to the brink of disaster. This book exposes the flaws in conventional economic theory and shows how through public policy initiatives and personal choices the economy can be restructured at an appropriate scale with a focus on the natural world.